This document discusses organizational culture, socialization, and mentoring for talent development. It provides an overview of organizational culture, including that culture exists at both observable and underlying levels. It also discusses the socialization process that helps new employees learn an organization's culture and ways mentoring can help embed culture through developmental relationships. The document emphasizes that organizational culture, socialization, and mentoring are important for talent development and management.
2. Seta A. Wicaksana
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3. Organizational
Culture
• Organizational culture
• set of shared, taken-for-
granted implicit assumptions
that a group holds and that
determines how it perceives,
thinks about and reacts to its
various environments
• Organizational culture exists at
two levels
• Observable symbols
• Underlying values
6. Emergence and
Purpose of Culture
Provides sense of organizational identity
Two critical functions in organizations:
• To integrate members so they
know how to relate to one
another
• To help organization adapt to
external environment
Internal Integration – collective identity and
know how to work together
External Adaption – how the organization
meets goals and deals with outsiders
8. Organizational Rites and Ceremonies
Rites of passage
TYPE
Basic training, U.S. Army Facilitate transition into new
roles; minimize differences in
way roles are carried out
Reduce power and identity;
reaffirm proper behavior
Enhance power and identity;
emphasize value of proper
behavior
Encourage common feelings
that bind members together
EXAMPLE
POSSIBLE
CONSEQUENCES
Firing a manager
Mary Kay Cosmetics
Company ceremonies
Office party
Rites of degradation
Rites of
enhancement
Rites of integration
Source: Adapted from Trice, H. M., and Beyer, J. M. The Cultures of Work Organizations.
Englewood Cliffs, N.J.: Prentice-Hall, 1993, 111.
13. Layers of Organizational Culture
• Observable artifacts
• Consist of the physical manifestation of an
organization’s culture
• Acronyms, manner of dress, awards, myths and
stories, published lists of values, observable rituals
and ceremonies, special parking spaces, and
decorations
14. Layers of
Organizational
Culture
• Values
• Concepts or beliefs that
pertain to desirable end
states, transcend situations,
guide selection of behavior
and are ordered by relative
importance
• Espoused values
• Represent the explicitly
stated values and norms that
are preferred by an
organization
15. Layers of Organizational
Culture
• Enacted values
• Represent the values and norms that actually
are exhibited or converted into employee
behavior
• Based on observable behavior
17. Layers of Organizational
Culture
• Basic assumptions
• Constitute organizational values
that have become so taken for
granted over time that they
become assumptions that guide
organizational behavior
20. Outcomes
Associated
with
Organizational
Culture
Clearly related to measures of
organizational effectiveness.
Employees are more satisfied and
committed to organizations with clan
cultures.
Innovation and quality can be increased
by building characteristics associated
with clan, adhocracy, and market
cultures into the organization.
29. KINE 3240
CHANGE IS A PROCESS
OF TRANSITION
PRESENT
STATE
TRANSITION
STATE DESIRED
STATE
Unfreezing Occurs Refreezing Occurs
Driving Forces Restraining Forces
30. The Process of
Culture Change
• Organizational members teach
each other about the
organization’s preferred values,
beliefs, expectations, and
behaviors
31. Lewin’s Three-Step Change Model
Refreezing
Moving
Unfreezing
• Unfreezing: getting ready for change
• Moving: making the change
• Refreezing: stabilizing the change
32. The Process
of Culture
Change
Formal statements of organizational philosophy, mission,
vision, values, and materials used for recruiting, selection
and socialization
The design of physical space, work environments, and
buildings
Slogans, language, acronyms, and sayings
Deliberate role modeling, training programs, teaching and
coaching by managers and supervisors
Explicit rewards, status symbols (e.g., titles),
and promotion criteria
33. The Process
of Culture
Change
Stories, legends, and myths about key people and events
The organizational activities, processes, or outcomes that leaders pay
attention to, measure, and control
Leader reactions to critical incidents and organizational crises
The workflow and organizational structure
Organizational systems and procedures
Organizational goals and the associated criteria used for recruitment,
selection, development, promotion, layoffs, and retirement of people
34. Organizational
Socialization
• Unfreezing
• Arouse dissatisfaction with
the current state
• Activate and strengthen top
management support
• Use participation in decision
making
• Build in rewards
• Organizational Socialization
• Process by which a person
learns the values, norms,
and required behaviors
which permit him to
participate as a member
of the organization
Unfreezing the Status Quo
36. Phase 1:
Anticipatory
Socialization
• Occurs before an
individual joins an
organization
• Involves the information
people learn about
different careers,
occupations, professions,
and organizations
37. Phase 2: Encounter
• Employees learn what the
organization is really like and
reconcile unmet expectations
• Onboarding programs
• help employees to integrate,
assimilate, and transition to
new jobs by making them
familiar with corporate
policies, procedures, and
culture and by clarifying work
role expectations and
responsibilities
38. Chapter 15: Cultivating Organizational Culture 38
Possible Outcomes of the Socialization Process
❖Job satisfaction
❖Role clarity
❖High work motivation
❖Understanding of culture,
perceived control
❖High job involvement
❖Commitment to organization
❖Tenure
❖High performance
❖Internalized values
❖Job dissatisfaction
❖Role ambiguity and conflict
❖Low work motivation
❖Misunderstanding, tension,
perceived lack of control
❖Low job involvement
❖Lack of commitment to
organization
❖Absenteeism, turnover
❖Low performance
❖Rejection of values
Successful socialization is
reflected in:
Unsuccessful socialization is
reflected in:
43. Developmental Networks
Underlying Mentoring
• Diversity of developmental
relationships
• Reflects the variety of people in a
network used for developmental
assistance
• Two sub-components
• Number of different people the
person is networked with
• Various social systems from which
the networked relationships stem
45. Mentoring
• Developmental relationship strength reflects the quality of
relationships among the individual and those involved in his
developmental
network
46. Personal and
Organizational
Implications
It is important to foster a broad
developmental network because the number
and quality of your contacts will influence
your career success.
Job and career satisfaction are likely to be
influenced by the consistency between an
individual’s career goals and the type of
developmental network at his disposal
A developer’s willingness to provide career
and psycho-social assistance is a function of
the protégé’s ability, potential, and the
quality of the interpersonal relationship
47. Sources of Individual Resistance to Change
Security
Economic
factors
Individual
Resistance
Fear of
the unknown
Selective
information
processing
Habit
48. Cynicism About
Change
• Feeling uninformed about what was
happening
• Lack of communication and respect
from one’s supervisor
• Lack of communication and respect
from one’s union representative
• Lack of opportunity for meaningful
participation in decision-making